Intro
Exxon Mobil is one of the most successful businesses in the history of the United States. Though it did not start as Exxon, but evolved through splitting and joining of oil companies, it has always been a strong competitor in the field of oil sales. Exxon is now one of the top companies in the world, and has its eye on growth. According to Fortune 500 Exxon is the second largest company in the world, and though it is not the number one largest, it is the most profitable. In 2011 Exxon’s profits topped $30 billion, a whopping 58% jump.
Background
In 1870 a man named John D. Rockefeller founded a company called Standard Oil Company and by 1878 it controlled 95% of the US refining capacity.
By 1911 the Supreme Court of the United States[->0] ruled that Standard Oil must be dissolved and split into 34 different companies. Two of these companies were Jersey Standard[->1], which eventually became Exxon, and Socony[->2] which eventually became Mobil. [5]
Both companies grew significantly over the next few decades. In 1931, Socony merged with Vacuum Oil Co.[->3], an industry pioneer dating back to 1866. In 1966, Socony-Vacuum changed its name to ‘Mobil Oil Corporation’. A decade later, the newly incorporated Mobil Corporation absorbed Mobil Oil as a wholly owned subsidiary[->4]. Jersey Standard, led by Walter C. Teagle[->5], became the largest oil producer in the world. Jersey Standard changed its name to Exxon Corporation in 1972 and established Exxon as a trademark throughout the United States. [5]
During this time of separation, the oil sold by the companies that were originally founded by Mr. Rockefeller was used for many different famous projects such as; The Wright brothers used both Jersey Standard fuel and Mobil oil (Vacuum) lubricants for their historic first flight at Kitty Hawk, North Carolina. Amelia Earhart used Mobil oil to protect Friendship when she made her historic solo flight across the Atlantic, and Standard Oil lubricated Thomas Edison's first central generating system. Mobil also introduced ‘Speedpass’, an electronic system which automatically activates the pump and charges purchases to a credit card. [7]
In 1998, Exxon and Mobil signed a US$73.7 billion definitive agreement to merge and form a new company called Exxon Mobil Corporation, the largest company on the planet. The merger of Exxon and Mobil was unique in American history[->6] because it reunited the two largest companies of John D. Rockefeller[->7]'s Standard Oil[->8] trust, Standard Oil Company of New Jersey/Exxon and Standard Oil Company of New York/Mobil, which had been forcibly separated by government order nearly a century earlier. This reunion resulted in the largest merger in US corporate history. [5]
In 2005, ExxonMobil's stock price[->9] surged in parallel with rising oil prices[->10], surpassing General Electric[->11] as the largest corporation in the world in terms of market capitalization[->12]. At the end of 2005, it reported record profits of US $36 billion in annual income, up 42% from the previous year (the overall annual income was an all-time record for annual income by any business, and included $10 billion in the third quarter alone, also an all-time record income for a single quarter by any business). [8]
ExxonMobil is the largest of the six oil super majors[->13] with daily production of 3.921 million BOE (barrels of oil equivalent[->14]). In 2008, this was approximately 3% of world production, which is less than several of the largest state-owned petroleum companies. [9]When ranked by oil and gas reserves it is 14th in the world.[4] ExxonMobil is the largest non-government owned company in the energy industry and produces about 3 percent of the world's oil and about 2 percent of the world's energy. ExxonMobil is one of the largest publicly traded companies by market capitalization[->15] in the world, having been ranked either No. 1 or No. 2 for the past 5 years, and is the largest company in the world by market revenue[->16].[3] In 2007, ExxonMobil had a financial increase largely due to escalating oil prices as their actual oil equivalent production decreased by 1%, in part due to expropriation of their Venezuelan[->17] assets by the Chavez[->18] government.
Though Exxon has been a very successful company, there have also been some setbacks for them. In 1989 one of their oil tankers was bound for Long Beach[->19], California and struck Prince William Sound[->20]'s Bligh Reef[->21] while trying to avoid hitting ice. The impact caused the tanker to spill thousands of barrels of crude oil[->22] into the Pacific Ocean. It is considered to be one of the most devastating human-caused environmental disasters[->23]. The Valdez spill was the largest ever in U.S. waters until the 2010 Deepwater Horizon[->24] oil spill[->25], in terms of volume released. However, Prince William Sound's remote location, accessible only by helicopter, plane, and boat, made government and industry response efforts difficult and severely taxed existing plans for response. The oil, originally extracted at the Prudhoe Bay oil field[->26], eventually covered 1,300 miles of coastline, and 11,000 square miles of ocean. [2]
This was a setback for Exxon, however they took care of it, and repaired that mistake the best they could.

OVERVIEW
The main activities of the ExxonMobil Group are exploration, production, transportation and sale of crude oil and natural gas[->27] as well as the manufacture, transportation and sale of petroleum products[->28]. [1] The group also manufactures and markets petrochemicals and participates in coal and minerals mining, and electric power generation[->29]. Exxon currently employs approximately 103,700 employees.

Ethics and Social Responsibility
Code of Ethics- Exxon code of ethics is that they believe that an unwavering commitment to high ethical standards and business integrity is critical to their competitive advantage and shareholder values. Exxon expects their employees to integrate their commitment to ethical behaviors into their activities and decision making, including complying with all applicable laws and recording all transactions accurately in their books and records. At Exxon employees are required to annually confirm they have read the policies set forth in their Standards of Business Conduct. Exxon also provides detailed training on their ethics policies to all employees every four years. They also have regular training which is provided on international trade laws applicable to their business, including the anti-trust and competition laws of the United States and other countries where they do business.

Bribery and corruption.
ExxonMobil’s Anti-Corruption Legal Compliance Summary lays out polices that govern their commitment to compliance with the U.S. Foreign Practices Act (FCPA) and global anti-corruption conventions in all business relationships. Exxon formal anti-corruption law training program includes annual training for employees in sensitive positions who might engage with government officials in countries reputed to be at high risk for corruption. According to Exxon over 7000 employees received this focused training in 2009. Every four years, all employees worldwide are required to attend a half-day Business Practices Review, which includes anti-corruption training. Internal audits.
Their internal auditors conduct comprehensive audits of one-third of their corporate operating units and business activities each year. Approximately 240 trained internal auditors have unrestricted access to facilities, business units, personnel and records and are empowered to investigate all potential noncompliance with the standards and anti-corruption laws.
Reporting and investigating suspected violations
They have a 24 hour hotline phone number and mailing address, to report suspected violations of company polices. A Hotline Steering Committee comprising security, audit, law and human resources personnel handles suspected violations and provides a report to the Audit Committee on a quarterly basis.
ANALYSIS
Exxon bases their success not just on the results obtained, but how they are obtained. Integrity plays a large role in good ethics. Employees are encouraged to reject/avoid any opportunity that could put the corporation in violation of the law. Results obtained from “ill-mannered” operations by employees are not tolerated by Exxon's code of ethics. Honesty plays another role in ethics; without honest evaluations of projects, honest book keeping and decision making the company will not succeed.
Commitment to Social Responsibility
The award in social Responsibility was presented for the NightWatch program, which developed by Malaria No More in collaboration with ExxonMobil and the Lalela Project. Through the program, Africa’s most popular celebrity voices remind communities about bed net use, broadcasting on TV, radio and via text message at 9 p.m. when mosquitos take flight. More than 20 of Africa’s best known musicians, community leaders and athletes have participated, reaching more than nine million people in participating countries. The NightWatch program was piloted in Senegal and Tanzania in 2010 and is now underway in Cameroon and Chad ;including initiatives that improve the teaching and learning of engineering, technology, math and science[->30], and the company’s support for organizations that seek to improve career opportunities for minorities and women[->31].

ExxonMobil Honored for Commitment to Education and Corporate Social Responsibility
· Institute of International Education presents ExxonMobil with Opening Minds Corporate Leadership Award
· Award recognizes initiatives to support education and improved career opportunities for minorities and women
· ExxonMobil and the Institute of International Education offer scholarships to international students
“Through its programs, initiatives and partnerships, ExxonMobil demonstrates a long-standing commitment to promoting academic excellence,” said Allan E. Goodman, president and chief executive officer of the institute. “ExxonMobil is committed to developing future leaders who will tackle pressing international issues and strengthen their communities around the world.”

ANALYSIS
By using it's success to allow underprivileged students from other ethnics the opportunity to further their education through scholarships and grants they are building a few for others who could be candidates for employment at their corporation and multiple others. Social Opportunities are are very important due to influence through generous actions on the general public; these actions show pride and dedication to a growing future.

Environmental Issues and Challenges- Environmental Performance
As one of the leading petroleum and natural gas companies, ExxonMobil takes our environmental responsibilities very seriously. The Deepwater Horizon incident was a tragic event that reminded our entire industry of the need to be ever-vigilant in the areas of safety and environmental protection.
ANALYSIS
To produce energy responsibly, we must understand and actively manage environmental risks and relentlessly focus on operational excellence, reducing spills, managing water and protecting biodiversity.
Assessing our Surroundings
Delivering superior environmental performance starts with planning. For new projects, risk-based Environmental, Socioeconomic, and Health Impact Assessments (ESHIAs) are conducted to review community concerns, sensitive environmental habitats, land use, air quality, water management, waste management, biodiversity, noise, public health, and future regulatory developments. The ESHIA process requires engagement with key stakeholders throughout the project’s life cycle. The results, which include opportunities for avoiding, reducing, and mitigating potentially negative impacts as well as enhancing project benefits, are integrated into project evaluation, planning, and decision making.

Designing Our Facilities and Operations
ExxonMobil integrates environmental concerns and regulatory requirements early in the project design process, as part of the ExxonMobil Capital Projects Management System (EMCAPS). Potential risks are analyzed for avoidance and reduction options, and practical alternatives are included from the start. We comply with all applicable host-country regulatory requirements and, where there are none, we perform to standards that are protective of the environment.
Project Environmental Standards include:
· Air emissions (sulfur dioxide (SO2), volatile organic compounds (VOCs), and particulate matter);
· Nitrogen oxides (NOx) emissions;
· Drill cuttings discharge, water management, waste management, and land use;
· Flare and venting;
· Energy efficiency and greenhouse gases (GHGs);
· Marine geophysical operations; and,
Socioeconomic Impacts.
Through the Expectations for Project Environmental Standards initiative, these Standards are being implemented across all upstream companies. To date, the Standards for drill cuttings discharge, flare and vent reduction, and energy efficiency and GHGs have been adopted by all upstream companies.

Operating with Integrity
Operations Integrity Management System (OIMS) outlines our approach to communicating expectations, measuring progress, and striving to improve environmental performance. Our Environment Policy encourages concern and respect for the environment and emphasizes every employee’s responsibility for environmental performance.

Restoring the Environment
Remediation and restoration activities reduce our overall environmental impact. We have improved ExxonMobil’s remediation results through a globally consistent approach.

ANALYSIS
Exxon is dedicated to conducting business in a manner that protects and promotes the safety and health of our employees, those involved with our operations, and the communities where we work. The expectations to bring vital energy supplies to the market while reducing environmental impacts continues to grow and ExxonMobil is committed to operating in a way that protects the environment. Exxon is committed to spill prevention upon multiple other issues. Operating efficiently, while protecting the environment is a big factor in ExxonMobil's success.

Level of Corporate Citizenship and Community Involvement As we invest in communities, we pursue long-term projects with strategic goals that are aligned with global and social priorities as well as our business strengths. We seek to have a more meaningful impact by focusing the majority of our spending on significant challenges in the regions where we operate.
ANALYSIS
By balancing the influence of money between communities where business is established and running well and locations where progress may be a bit more challenging allows the company to achieve higher goals while maintaining the success they already withhold.

Human Resources
Size (Number of Employees)/Organizational Chart http://www.exxonmobil.com/Corporate/Imports/ccr2010/community_ccr_datacenter.aspx?HR-04 Career Opportunities/Recruitment Processes
ExxonMobil is a dynamic, exciting place to work. We hire exceptional people, and every one of them is empowered to think independently, take initiative and be innovative. We invite you to explore the world of opportunities waiting for you.

Selection Processes Compensation/Benefits
We take our benefit plan commitments seriously. The funding levels of all qualified pension plans are in compliance with standards set by applicable law or regulation. All defined benefit pension obligations are fully supported by the financial strength of the Corporation or the respective sponsoring affiliate. In the United States, we have adopted the definition of spouse used in federal law, which provides benefits to heterosexual couples. Employees in countries where national law recognizes same-sex relationships are provided spousal benefits under the ExxonMobil programs. We provide all employees with a competitive package of benefits and programs, which varies based on the legal requirements and culture of countries. Benefit coverage for spouses is based on legally recognized spousal relationships in the individual countries where we operate.
Training and Development
During the annual performance assessment and development process, all employees have a structured, documented discussion with their supervisors about work goals, training objectives, and development needs. This process provides the basis for ongoing employee coaching and continuous performance improvement. Employees are actively developed throughout the course of their careers with training, mentoring, and opportunities to join professional networks.
Through a diverse hiring and unique training processes this corporation has slowly began to pave their way to success. Employees are encouraged to excel throughout their careers and given multiple opportunities to advance to the the next level through admission into process professional networks. Incentives and benefits take care of employee needs all the way through multiple choices of spousal benefits. Job Incentives and good training are two key factors in employee honesty, integrity, and loyalty. http://www.exxonmobil.com/Corporate/community_local_workforce.aspx Union/Non‐Union
Do Not Have Selection Process and Union/NonUnion completed yet, will work on.

Marketing
ExxonMobil is divided into three divisions, Upstream, Downstream, and Chemical. The Upstream division is comprised of five ExxonMobil companies; Exploration, Development, Production, Gas and Power Marketing, and Upstream Research.10 Downstream is comprised of four companies; Refining and Supply, Fuels Marketing, Lubricants and Specialties and Research and Engineering11. ExxonMobil Chemical is one sole division dedicated to petrochemicals12.
The Upstream and Downstream divisions market penetration growth strategies, however since the products themselves are standardized and petroleum consumption is ubiquitous there are no new markets to employ a market development strategy. In contrast, the Chemical division is able to use market development strategies and focus on new products the development of patented technology.
ExxonMobil’s resources and capabilities in Upstream, Downstream, and Chemical divisions are acquired through the skills and expertise of the employees dedicated to global integration, operational excellence and technological innovations for providing quality service and products to satisfy its consumers.
ExxonMobil’s products (oil, gas, chemical and other by-products) produced by ExxonMobil are marketed worldwide under the brand names Exxon, Esso and Mobil 1, and are used in a wide variety of industries by wholesale and retail customers. In the oil & gas industry, companies retain customers through a guaranteed supply, contracts and reliable service, and a geographically diverse and well integrated sales and distribution network. In the retail business, the company retains the customers through competitive pricing and an expansive network of retail gas stations. In the chemical business, in which ExxonMobil is a leader, ExxonMobil retains the customer through high quality products, superior service and brand name. Mobil 1 is the world’s leading synthetic oil brand chosen by automobile manufacturers to provide performance beyond conventional motor oils. Mobil Delvac provides commercial grade oils to coolants for heavy=duty commercial vehicles. ExxonMobil marine lubricants and fuels serves consumers from passenger cruise liners, cargo vessels and ocean tankers. The ExxonMobil aviation product line offers high performance jet fuel, oils, hydraulic fluids, greases, and coolants.

Product Classification

Base stocks, Specialties & Asphalt § Largest global suppliers of base stock, wax, white oil, and asphalt (bitumen).

Quality Gasoline, Diesel Fuels and Lubricants – Mobil 1 & Mobil Delvac § Exxon and Mobil branded gasolines meet TOP TIER Detergent Gasoline standards. § Diesel fuels are blended to provide good ignition quality and are held to high quality standards for our customers. Their low-temperature fluidity characteristics can also help keep your vehicle moving in colder temperatures.

Marine Fuels and Lubricants - MobilGard § ExxonMobil Marine Fuels, a division of the Exxon Mobil Corporation, is a global leader in the supply of marine fuels. § ExxonMobil Marine Lubricants develop products that continually meet customer needs with a complete line of mineral and synthetic lubricants. ExxonMobil’s flagship product line for both two- and four-stroke diesel marine engines.

Aviation Fuels and Lubricants § ExxonMobil Aviation is the largest supplier of jet fuel in the world. § We offer the latest-generation synthetic turbine oils, hydraulic fluids and aviation greases for commercial aviation customers

Industrial Lubricants § leading-edge lubricants offering benefits beyond conventional mineral oils

Pricing
The pricing of fuels, gasoline, diesel, kerosene and natural gas all follow a going-rate pricing strategy that is based on the supply-demand governed market price. ExxonMobil and other large oil industries do not control the consumer price.
The Organization of the Petroleum Exporting Countries (OPEC), an organization founded at a conference in Baghdad on September 10–14, 1960 The OPEC is the determining factor in the decision process of the pricing of petroleum. They believe their mission is to ensure market stability. One way this can be achieved is through agreement on each member country’s “production allocation.”
Fortunately, ExxonMobil is not a member of the OPEC. ExxonMobil invest in the case studies of a company called Strategic Pricing Associates (SPA). The straight line objective of SPA is to assist a company like ExxonMobil “… to build list prices using a market-sensitive approach focused on discounting only where it produces results.” (http://strategicpricing.com/clients/exxon.php).
Nonetheless, ExxonMobil’s promotional strategies of the past like “put a tiger in your tank,” are comparably different than in today’s market. New promotional strategies focus on the global capabilities and resources of the ExxonMobil Corporation despite soaring fuel prices. ExxonMobil wants it consumers to understand “…their values, their strengths and the dimensions that set them apart from competitors.” They want to “…re-establish the Exxon/Esso brand… RELIABILITY, through the values of quality and efficiency… and the promise of PERFORMANCE (http://www.scribd.com/doc/8727341/Master-Brand-Advertising).” They are also working towards brand marketing for Esso and Mobil, and creating a common strategy, look, feel and new positioning of their brands. Otherwise known as the “path to persuasion,” they will be implementing a 3 phase plan.
(http://www.scribd.com/doc/8727341/Master-Brand-Advertising)

Physical Movement of Goods & Services & Channels of Distribution
Crude oil must be moved from the production site to refineries and from refineries to consumers. These movements are made using a number of different modes of transportation. Crude oil and refined products are transported across the water in barges and tankers. On land crude oil and products are moved using pipelines, trucks, and trains.
Waterborne Transportation
§ Crude oil tankers are used to transport to refineries around the world. Product tankers carry refined products from refineries to terminals.
Storage Facilities
§ Crude oil and refined products are stored in tanks for shipment to other locations or processing into finished products
Oil Pipelines
§ Pipelines are the most efficient method to transport crude oil and refined products. Pipelines are used to move crude oil from the wellhead to gathering and processing facilities and from there to refineries and tanker loading facilities. Product pipelines ship gasoline, jet fuel, and diesel fuel from the refinery to local distribution facilities.
Trucks and Trains
§ Both truck and train transportation have evolved alongside the oil business, and they are still connected to oil, both as a fuel and as cargo for the distribution of fuel to retail and aviation.

http://www.petrostrategies.org/Learning_Center/oil_transportation.htm

Channels of Distribution

I have found limited or no information on the following topic to date.:
Branding, Packaging and Labeling
Use of Intermediaries
Personal Selling Strategies, Sale Promotion and Public Relations Strategies.
I will be elaborating more on the Upstream, Downstream and Chemical Divisions as well

FINANCIAL
Review of Annual Report ExxonMobil’s financial position remains unparalleled in the industry. Exxon-Mobil’s Upstream, Downstream, and Chemical businesses delivered excellent results for 2010 which reflects the strength of their proven business model. Three major Upstream projects were started as well as major expansion being under way at the Singapore petrochemical plant. The Chemical division recorded record earnings for 2010; cash flow from operations and asset sales was $51.7 billion; oil-equivalent production increased by 13 % from 2009 to 4.4 million barrels a day and they continued their industry-leading safety performance, achieving their best-ever lost-time incident rates in 2010. ExxonMobil distributed $19.7 billion to shareholders through dividends and share repurchases, contributing to a total shareholder return of 10%. ExxonMobil has a disciplined approach to capital investment to grow shareholder value. Strong returns for shareholders are consistently produced, over the past five years; they have distributed $154 billion to shareholders with dividends increasing by 53%.

http://ir.exxonmobil.com/phoenix.zhtml?c=115024&p=irol-reportsAnnual
Review of Financial Statement (all numbers in million Dollars) Between 2009 and 2010, ExxonMobil had a 26.82% reduction in cash; added $628 which was restricted for specific expenditures; increased accounts receivables by 16.78%; slightly increased inventory by 6.79% and purchased an additional $60,432 in property, plant and equipment. Overall, ExxonMobil increased their assets by $69,187 or 29.65% between December 31, 2009 and December 31, 2010. In that same time period, current liabilities for ExxonMobil increased by 20.31%; long-term debt increased by 32.38%, both contributing to an overall increase in liabilities of 27.05%. ExxonMobil reinvested $21,962, sold additional shares of common stock as well as selling off treasury stock in 2010. Overall, ExxonMobil’s liabilities and equity also increased by 29.65%. ExxonMobil increased their revenues from 2009 to 2010 by 23.39%. During that same time period crude oil and product purchases expense increased by 29.55%; depreciation expense increased by 23.86%; interest expense decreased by 52.74% and overall total costs and other deductions increased by 19.74%. The $60,432 of property, plant and equipment purchased is more than likely the reason for the increase in depreciation. However, I do not see anything on the Balance Sheet that explains the reduction in interest expense. A reduction in the percentage of interest paid on debt could be the reason but this would not show up on the Balance Sheet. Income before taxes increased by 52.28% from 2009 to 2010, this increase also caused a 42.61 increase in taxes paid. ExxonMobil had a large 148.15% increase in income from companies that they have ownership in but not enough to influence operations. Net income attributable to ExxonMobil increased by 57.99% in 2010.Consolidated Balance Sheet Period Ending|(millions of dollars)|||||% Change from||December 31, 2010||December 31, 2009|2009 to 2010|Assets|||||Current assets|||||§ Cash and cash equivalents|$7,825||$10,693|26.82%|§ Cash and cash equivalents - restricted|628||-|-|§ Marketable securities|2||169|-98.82%|§ Notes and accounts receivable, less estimated doubtful amounts|32,284||27,645|16.78%|Inventories|||||§ Crude oil, products and merchandise|9,852||8,718|13.01%|§ Materials and supplies|3,124||2,835|10.19%|Other current assets|5,269| |5,175|1.82%|§ Total current assets|$58,984||$55,235|6.79%|Investments, advances and long-term receivables|35,338||31,665|11.60%|Property, plant and equipment, at cost, less accumulated depreciation and depletion|199,548||139,116|43.44%|Other assets, including intangibles, net|8,640| |7,307|18.24%|Total assets|$302,510| |$233,323|29.65%|||||||||||Liabilities|||||Current liabilities|||||§ Notes and loans payable|$2,787||$2,476|12.56%|§ Accounts payable and accrued liabilities|50,034||41,275|21.22%|§ Income taxes payable|9,812| |8,310|18.07%|§ Total current liabilities|$62,633||$52,061|20.31%|Long-term debt|12,227||7,129|71.51%|Postretirement benefits reserve|19,367||17,942|7.94%|Deferred income tax liabilities|35,150||23,148|51.85%|Other long-term obligations|20,454| |17,651|15.88%|§ Total liabilities|$149,831| |$117,931|27.05%|||||||||||Commitments and contingencies||||||||||Equity|||||Common stock without par value|$9,371||$5,503|70.29%|(9,000 million shares authorized, 8,019 million shares issued)|||||Earnings reinvested|298,899||276,937|7.93%|Accumulated other comprehensive income|||||Cumulative foreign exchange translation adjustment|5,011||4,402|13.83%|Postretirement benefits reserves adjustment|(9,889)||(9,863)|0.26%|Unrealized gain/(loss) on cash flow hedges|55||-|-|Common stock held in treasury (3,040 million shares in 2010 and 3,292 million shares in 2009)|(156,608)| |(166,410)|-5.89%|ExxonMobil share of equity|$146,839||$110,569|32.80%|Non-controlling interests|5,840| |4,823|21.09%|Total equity|152,679| |115,392|32.31%|Total liabilities and equity|$302,510| |$233,323|29.65%|Condensed consolidated statement of income for 12 months ended:|(millions of dollars)|||||% Change from||December 31, 2010||December 31, 2009|2009 to 2010|Revenues and other income|||||§ Sales and other operating revenue, including sales-based taxes|$370,125||$301,500|22.76%|Income from equity affiliates|10,677||7,143|49.48%|§ Other Income|2,419||1,943|24.50%|§ Intercompany revenue|-| |-|-|Total revenues and other income|383,221| |310,586|23.39%|Costs and other deductions|||||§ Crude oil and product purchases|197,959||152,806|29.55%|§ Production and manufacturing expenses|35,792||33,027|8.37%|§ Selling, general and administrative expenses|14,683||14,735|-.35%|§ Depreciation and depletion|14,760||11,917|23.86%|§ Exploration and expenses, including dry holes|2,144||2,021|6.09%|§ Interest expense|259||548|-52.74%|§ Sales-based taxes|28,547||25,936|10.07%|§ Other taxes and duties|36,118| |34,819|3.73%|Total costs and other deductions|330,262| |275,809|19.74%|Income before income taxes|52,959||34,777|52.28%|§ Income taxes|21,561| |15,119|42.61%|Net income including non-controlling interests|31,398||19,658|59.72%|§ Net income attributable to non-controlling interests|938| |378|148.15%|Net income attributable to ExxonMobil|$30,460| |$19,280|57.99%||||||
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2010 Financial Statements and Supplemental Information –http://ir.exxonmobil.com/phoenix.zhtml?c=115024&p=irol-reportsAnnualReview of Stock Prices - XOM For the most part, ExxonMobil stock prices have been on the rise since January 02, 1970 when XOM stock became available to the public. The highest amount that XOM stock closed at for a day was $95.05 on October 18, 2007. The largest volume of XOM stock sold in one day was 117,897,200 shares sold on June 25, 2010. The February 20, 2012 closing price for XOM stock was $85.62. XOM stock has experienced 5 splits, all being 2:1 since January 02, 1970. The dates of those splits are July 26, 1976, June 12, 1981, September 15, 1987, April 14, 1997 and July 19, 2001. Yahoo Finance - http://finance.yahoo.com/q?s=XOM&ql=1· Computation and Analysis of Financial Ratios § Liquidity Ratio – Current Ratio § Asset Turnover Ratio – Return on Assets § Financial Leverage Ratio § Profitability Ratio § Gross Profit Margin § Total Debt/Equity· Reviews from Business Analysts Still researching – ExxonMobil is expected to significantly outperform the market over the next six months with less than average risk.http://investing.money.msn.com/investments/stock-ratings/?symbol=XOM |||||
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BIBLIOGRAPHY & WORKS CITED
[1] http://www.corporatewatch.org/?lid=292
[2] http://en.wikipedia.org/wiki/Exxon_Valdez_oil_spill
[3] "Exxon Mobil"[->32]. Forbes.
[4] "EIA – Statement of Jay Hakes"[->33]. Tonto.eia.doe.gov. March 10, 1999. July 11, 2011. [5] http://en.wikipedia.org/wiki/ExxonMobil#cite_ref-60
[6] "Exxon profits surge to new record"[->34]. BBC News. January 30, 2006. May 2, 2010.
Elizabeth Bluemink (Thursday, 10 June 2010). "Size of Exxon spill remains disputed"[->35]. Anchorage Daily News. 29 June 2010.
[7] http://www.exxonmobil.com/Corporate/history/about_who_history_alt.aspx
[8] http://www.aukevisser.nl/exxon/id1100.htm
[9] "The new Seven Sisters: oil and gas giants dwarf western rivals"[->36]. Financial Times. April 21, 2008.
[10] ExxonMobil. “Global Capabilities for the 21st Century, Upstream.” www.exxonmobil.com. 18 February 2012 [11] ExxonMobil. “Global Capabilities for the 21st Century, Downstream.” www.exxonmobil.com. 18 February 2012 < http://www.exxonmobil.com/Corporate/Newsroom/Publications/XOMGlobalCap/page_5.html>
[12] ExxonMobil. “Global Capabilities for the 21st Century, Chemical.” www.exxonmobil.com. 18 February 2012

[->0] - http://en.wikipedia.org/wiki/Supreme_Court_of_the_United_States
[->1] - http://en.wikipedia.org/wiki/Standard_Oil_of_New_Jersey
[->2] - http://en.wikipedia.org/wiki/Socony
[->3] - http://en.wikipedia.org/wiki/Vacuum_Oil_Company
[->4] - http://en.wikipedia.org/wiki/Subsidiary
[->5] - http://en.wikipedia.org/wiki/Walter_C._Teagle
[->6] - http://en.wikipedia.org/wiki/History_of_the_United_States
[->7] - http://en.wikipedia.org/wiki/John_D._Rockefeller
[->8] - http://en.wikipedia.org/wiki/Standard_Oil
[->9] - http://en.wikipedia.org/wiki/Stock
[->10] - http://en.wikipedia.org/wiki/Oil_price_increases_since_2003
[->11] - http://en.wikipedia.org/wiki/General_Electric
[->12] - http://en.wikipedia.org/wiki/Market_capitalization
[->13] - http://en.wikipedia.org/wiki/Supermajor
[->14] - http://en.wikipedia.org/wiki/Barrels_of_oil_equivalent
[->15] - http://en.wikipedia.org/wiki/List_of_corporations_by_market_capitalization
[->16] - http://en.wikipedia.org/wiki/List_of_companies_by_revenue
[->17] - http://en.wikipedia.org/wiki/Venezuela
[->18] - http://en.wikipedia.org/wiki/Hugo_Chavez
[->19] - http://en.wikipedia.org/wiki/Long_Beach,_California
[->20] - http://en.wikipedia.org/wiki/Prince_William_Sound
[->21] - http://en.wikipedia.org/wiki/Bligh_Reef
[->22] - http://en.wikipedia.org/wiki/Crude_oil
[->23] - http://en.wikipedia.org/wiki/Environmental_disaster
[->24] - http://en.wikipedia.org/wiki/Deepwater_Horizon_oil_spill
[->25] - http://en.wikipedia.org/wiki/Oil_spill
[->26] - http://en.wikipedia.org/wiki/Prudhoe_Bay_oil_field
[->27] - http://www.corporatewatch.org/?lid=292
[->28] - http://www.corporatewatch.org/?lid=292
[->29] - http://www.corporatewatch.org/?lid=292
[->30] - http://cts.businesswire.com/ct/CT?id=smartlink&url=http%3A%2F%2Fexxonmobil.com%2FCorporate%2Fcommunity_ed_math.aspx&esheet=6057572&lan=en_US&anchor=math+and+science&index=4
[->31] - http://cts.businesswire.com/ct/CT?id=smartlink&url=http%3A%2F%2Fexxonmobil.com%2FCorporate%2Fcommunity_women.aspx&esheet=6057572&lan=en_US&anchor=women&index=5
[->32] - http://www.forbes.com/companies/exxonmobil/
[->33] - http://tonto.eia.doe.gov/ftproot/presentations/hrt310/hrt310.html
[->34] - http://news.bbc.co.uk/2/hi/business/4662474.stm
[->35] - http://www.adn.com/2010/06/05/1309722/size-of-exxon-spill-remains-disputed.html
[->36] - http://www.ft.com/cms/s/2/471ae1b8-d001-11db-94cb-000b5df10621,dwp_uuid=0bda728c-ccd0-11db-a938-000b5df10621.html